4 pages
Mr.Q
mg345-change.pptIMPLEMENTING ORGANIZATIONAL CHANGE:
Understanding the
Dynamics of Change
MG345 Organization & Environment
Fall 2014
Tony Buono
Realities of Change
Technical Political
Socio-cultural
The Art of
The Art of Persuasion
Diagnosis
& Execution
The Art of
Motivation
Financial
(Filter)
The Art of
Reality
*
KEY CHANGEMAKERS
RECIPIENTS: Users & Adapters
Focus on Means-Ends Personal Impact
Congruence: (Costs & Benefits)
STRATEGISTS: Visionaries
Focus on Ends: Corporate Values & Business
Results
IMPLEMENTERS: Translators
Focus on Means: Overcoming Resistance
& Encouraging Practice
*
- Directed Change
- Driven from the top of the organization
- Relies on authority and compliance
- Focuses on coping with emotional reactions
- Planned Change
- Supported from the top of the organization
- Seeks to create involvement and commitment
- Focuses on factors that increase the chances
of successful change
- Guided Changing
- Emerges from within the organization
- Results from commitment and involvement
- Focuses on enhancing the effect of changes already underway
Basic Approaches to Change
Industrial Age
Information Age
Unfreezing
Changing
Refreezing
Planned
Change
Guided
Changing
Freezing
Rebalancing/
Translating
Unfreezing/
Improvising
Directed
Change
Present
State
Desired
State
Conceptualizing Change Processes
Authority
Acceptance
Persuasive Communication
Clarity
Trustworthiness
Reliability
So that …
Directed Change
Unfreezing
Changing
Refreezing
Planned
Change
Guided
Changing
Freezing
Rebalancing/
Translating
Unfreezing/
Improvising
Directed
Change
Present
State
Desired
State
Conceptualizing Change Processes
Managing Planned Change
Unfreezing
- Confirming/Disconfirming Expectations
- Coping with Learning Anxiety
- Providing Psychological Safety (anxiety motivation)
Changing/Transition
- Restructuring & Redefining Jobs &
Responsibilities/Introducing New Systems
- Changing Expectations (induced v. own)
- Creating New Standards
Refreezing
- Creating a Supportive Infrastructure: Social (Informal) & Organizational (Formal)
So
that …
Identify the
Change
Organize
the Project
Involve &
Influence the
Stakeholders
Implement,
Monitor & Sustain
the Change
Planned Change
Road Map
*
Identify the Change
- Dissatisfaction with status quo
- Vision for change
- Process for change
- Cost of change
Organize the Project
- Project plan (scope, schedule, & resources)
Influence the Stakeholders
- Sponsorship
- Guiding coalition
- Skilled change agents
- Cultural rules
Implement, Monitor, & Sustain the Change
- Communication
- Education & training
- Rewards & recognition
- Short term wins
Unfreezing
Changing
Refreezing
Planned
Change
Guided
Changing
Freezing
Rebalancing/
Translating
Unfreezing/
Improvising
Directed
Change
Present
State
Desired
State
Conceptualizing Change Processes
Freezing
- Making Sequences Visible through Cross-unit Sharing and Envisioning (Cultural Maps)
Translating/Reinterpreting
- Re-framing & Re-sequencing Patterns to Reduce Blocks (Personal & Organizational)
- Applying the Logic of Attraction (Pull) rather than the Logic of Replacement (Push)
Unfreezing/Improvising
- Guiding Improvisation & Learning in Mindful Ways
- Sharing the Learning System-wide
Guided Changing
SHARE THE
LEARNING
SYSTEM-WIDE
IMPLEMENT
& IMPROVISE
HOLD ACCOUNTABLE
& LEARN
INTERPRET & DESIGN
Guided Changing Spiral
Using the Logic of Attraction:
Appreciative Inquiry & Peak Experiences
Discover
Dream
Design
Destiny
What ideal image(s)
of the future do
we want?
What steps will
move us toward
our best potential?
How do we
foster commitment,
impact & momentum?
What’s best in
our history?
Discover
Guiding Culture Change &
Appreciative Inquiry
Dream
Design
Destiny
Creating a Framework for
Thinking about Organizational
Change
40.bin
Key Factors
Business Complexity:
Intricacy of the system due to size, interdependencies, geographical dispersion, the number of products and services, array of critical stakeholders, and so forth.
Socio-technical Uncertainty:
Amount and nature of information processing and decision-making required for the change, based on the extent to which the task(s) involved is determined, established, or exactly known.
Re-conceptualizing
Change Management
Low
Low
High
High
Business Complexity
Directed
Socio-Technical
Uncertainty
Planned
Guided
Change Capacity:
Willingness & ability of change makers (recipients, implementers, change leaders/strategists)
Facilitative infrastructure (e.g., communication technology, flexible systems & processes, responsive training)
Appropriate resources (e.g., mind share, time, budget)
Urgency:
Risks associated with no or slow change, e.g., customer safety or organizational survival
Intervening Factors
Low
Low
High
High
Directed
Planned
Guided
Socio-technical Uncertainty
Willingness & Ability
Time
Business Complexity
Intervening Factors
Change Capacity
Urgency
Reframing Change:
Leadership Challenges
Barriers to Change
Loss of clarity & stability, confusion chaos
Anxiety, uncertainty, feelings of incompetence, neediness
Disempowerment, conflict between winners & losers
Loss of meaning & purpose, clinging to the past
Essential Strategies
Communicating, realigning formal patterns & policies
Participation & involvement, training to develop new skills, psychological support
Creating arenas where issues can be negotiated & new coalitions formed
Creating transition rituals: mourning the past, celebrating the future
Human
Resource
Structural
Political
Cultural/
Symbolic
Low
Low
High
High
Business Complexity
Socio-Technical
Uncertainty
Authority
Acceptance
Persuasive Communication
A Question of Rhythm?
